Agenda item

This report provides an assessment of the performance, effectiveness, and impact of the Council’s current approach to revitalising high streets and town centres. It seeks to equip the Committee with the evidence and early strategic insight needed to consider and comment on the direction of the emerging High Streets Strategy.

Councillor Kelcher (Cabinet Member for Regeneration & Planning) was invited to introduce a report providing an assessment of the performance, effectiveness, and impact of the Council’s current approach to revitalising high streets and town centres. In presenting, it was noted that the Council intended to develop a comprehensive High Streets Strategy and welcomed the opportunity for the Committee to undertake pre-scrutiny of the emerging strategy prior to its development, with a view to ensuring that it reflected the priorities and areas of focus identified by members.

Having thanked Councillor Kelcher for introducing the report, the Chair then moved on to invite questions and comments from the Committee in relation to Revitalising High Streets report, with the following main comments and issues discussed:

• As an initial query, members questioned how the emerging High Streets Strategy would address anti-social behaviour within town centres and how success would be measured. In response, Councillor Kelcher (Cabinet Member for Regeneration & Planning) advised that the strategy would seek to establish a strong vision for Brent's high streets by promoting their unique identities and encouraging more people to visit them. It was stressed that efforts to celebrate Brent's diverse offer and improve the attractiveness of town centres would have limited value if visitors continued to encounter anti-social behaviour. As a result, the strategy would incorporate measures relating to anti-social behaviour alongside wider considerations including environmental quality, parking and town centre promotion. Gerry Ansell (Director Inclusive Regeneration and Climate Action) added that anti-social behaviour was addressed through a range of Council services, including investment in CCTV and enforcement activity. It was noted that a key ambition of the strategy was to support the creation of attractive and welcoming destinations within Brent that encouraged people to spend time within town centres.

• Members sought reassurance that areas such as Stonebridge, which experienced poorer access to established town centres, would benefit from the proposed strategy. In response, David Glover (Head of Planning and Development Services) advised that significant regeneration activity was already planned across locations including Stonebridge, St Raphael's and Harlesden. It was explained that the High Streets Strategy would provide a borough-wide framework identifying strengths, challenges and opportunities before progressing to more detailed work focused on the specific needs of individual communities. It was emphasised that the Council wished to work collaboratively with residents, businesses and local communities to shape future interventions as opposed to imposing solutions upon them. Councillor Kelcher (Cabinet Member for Regeneration & Planning) added that priorities would need to be established in order to maximise the impact of available resources. The importance of improving connections between communities and high streets to increase footfall and support economic activity was highlighted. Reference was also made to the proposed £13m cycle route linking Harlesden and Wembley through Stonebridge, which was expected to support the objectives of the High Streets Strategy.

• When asked how the strategy would measure success in terms of local employment, business growth and apprenticeships, Councillor Kelcher (Cabinet Member for Regeneration & Planning) advised that the strategy was still in development and that such measures could be incorporated. Examples including the Brent Hairdressing Academy in Harlesden, which provided training and employability support, and Brent Start, which offered assistance with employment and apprenticeships, were highlighted. It was indicated that supporting skills development and local employment opportunities should continue to form part of the Council's approach.

• Members highlighted the value of community-led initiatives such as the Willesden Co-design workshop and questioned whether similar engagement would inform the strategy. In response, David Glover (Head of Planning and Development Services) confirmed that extensive engagement with residents, businesses and community groups would be essential. It was noted that the strategy would establish a framework which would subsequently be refined through more localised consultation and engagement.

• In response to a question regarding the cleanliness and attractiveness of town centres, David Glover (Head of Planning and Development Services) advised that work led by Rubina Charalambous (Economic Growth Senior Manager) had secured funding in a number of locations to address environmental quality issues. It was acknowledged that the condition of public spaces played a significant role in shaping perceptions of town centres and highlighted the importance of selecting appropriate materials and design approaches.

• Concerns were highlighted regarding the lack of a substantive revenue budget for much of the proposed work, with members’ querying what contingency arrangements existed should external funding sources reduce. Clarification was also sought regarding how success was currently being measured. In response, Councillor Kelcher (Cabinet Member for Regeneration & Planning) acknowledged the importance of external funding but advised that a range of activities could continue to be progressed within existing resources, including campaigns and promotional work. It was noted that additional funding would increase the scale and impact of interventions but emphasised that opportunities would continue to be pursued, including initiatives capable of being self-funded through bidding.

At this stage in proceedings, the Committee agreed to apply the guillotine procedure under Standing Order 62(c) in order to extend the meeting by 30 minutes to allow continued consideration of the item and the remaining business on the agenda.

In continuing, Rubina Charalambous (Economic Growth Senior Manager) outlined a range of successful external funding bids secured by the Council. These included £3.1m from the GLA for the Neasden Community Partnership Programme, funding of £70,000 for the Ealing Road Creative Enterprise Zone, together with a number of NCIL funded projects and £110,000 secured through the GLA Summer Streets Programme. It was also advised that consideration was being given to alternative funding mechanisms, including the potential establishment of a Business Improvement District. In relation to monitoring and measuring performance, Rubina Charalambous advised that the Council worked closely with the GLA and had access to a range of data including footfall, dwell time and visitor spending metrics. These indicators were being utilised to assess town centre performance. The importance of strengthening local business organisations, including the Wembley Traders Association, Neasden Business Collective, Little India Trading Association and One Kilburn was also emphasised.

• When asked how closely the Council worked with One Kilburn, Paul Lewin (Spatial Planning Manager) advised that Richard Hay (Town Centre Manager) was actively involved in the partnership and that One Kilburn also received support from officers involved in community engagement and town centre management activities. Councillor Kelcher (Cabinet Member for Regeneration & Planning) additionally noted that opportunities could be explored for the Leader of the Council and the Cabinet Member for Communities, Culture and Cost of Living Support to attend One Kilburn meetings in order to strengthen engagement and support the development of local partnerships.

• Members queried references within the committee report to aspirational and non-aspirational businesses and questioned what action could be taken to encourage a transition away from non-aspirational uses, such as gambling centres and fast-food places towards more aspirational ones within town centres. In response, Councillor Kelcher (Cabinet Member for Regeneration & Planning) advised that the Council had commenced the process of preparing a new Local Plan and that town centres would form a specific area of focus within that work. It was stated that his intention was to utilise all planning powers available to the Council, including new powers announced by Government, in order to address issues associated with the proliferation of certain business uses where appropriate. David Glover (Head of Planning and Development Services) further added that Brent had been among the early authorities to introduce planning policies restricting the location of new fast food places near schools and limiting over-concentration within town centres. It was advised that similar concerns existed in relation to gambling establishments and that these issues were being considered through both planning and licensing mechanisms. David Glover further noted that a cross-Council group led by Public Health was examining ways of addressing gambling related harms and that these matters would form part of future Local Plan considerations.

• As a final point, the Chair emphasised the importance of ensuring that the emerging High Streets Strategy considered all aspects of the town centre experience, including business operation, property occupation, the visitor and resident experience, public realm improvements and lessons that could be learned from successful high streets elsewhere, in order to maximise the effectiveness of future interventions.

In seeking to bring consideration of the item to a close, the Chair thanked officers and members for their contributions towards scrutiny of the Revitalising High Streets report. As a result of the outcome of the discussion, the following Cabinet recommendations and information requests identified were AGREED:

Recommendations to Cabinet Member:

·   Develop and implement a coordinated, cross-council approach to the High Streets Strategy, ensuring effective alignment across relevant services and strong partnership working with key external stakeholders, including the Metropolitan Police, TfL, Trading Standards, local businesses and neighbouring boroughs, where appropriate.

·   Use the High Streets Strategy as a vehicle for achieving Brent's wider economic, social and community objectives through innovative and joined-up approaches that maximise the contribution of high streets and town centres to education, skills, employment, business growth, community wellbeing and addressing homelessness.

·   Embed the High Streets Strategy within Brent's wider planning, regeneration and economic development framework, including the Brent Local Plan, and establish a clear long-term vision for the vitality, viability, resilience and transformation of high streets and town centres, informing planning, regeneration and investment decisions.

·   Ensure the High Streets Strategy is informed by robust evidence and meaningful, inclusive engagement with residents, businesses, community organisations and other stakeholders, including seldom-heard groups, so that its priorities and proposed interventions reflect local needs, aspirations and lived experience.

·   Strengthen the role of local businesses and representative organisations in shaping and delivering the High Streets Strategy, creating effective mechanisms for collaboration, advocacy and collective action to support sustainable economic growth across Brent’s high streets and town centres.

·       Set out a coordinated approach within the High Streets Strategy to tackling persistent vacancies and under-utilised premises, aligning planning, economic development, business support and enforcement functions, and identifying how the Council's powers, resources and partnerships can support their productive reuse. This should promote a diverse and sustainable mix of businesses, community organisations and social enterprises, including through the flexible repurposing of vacant premises for affordable workspace, community and cultural uses, youth provision, training and employment initiatives, and other uses that support local regeneration priorities where appropriate.

·   Adopt a place-based approach through the High Streets Strategy, using robust local data and intelligence, including occupancy and vacancy rates, business mix, and opportunities for business attraction and growth, to identify the distinct needs and opportunities of Brent's high streets and town centres and inform priorities, investment and interventions.

·   Ensure the High Streets Strategy is supported by clear governance arrangements, accountability mechanisms and a robust delivery plan, with measurable, centre-specific objectives and performance indicators to track progress and outcomes. This should include indicators relating to vacancy rates, footfall, business growth and survival, investment, employment, community safety, cleanliness, public realm quality and resident and business satisfaction.

·   Develop a sustainable long-term funding and resourcing approach for the High Streets Strategy that maximises the use of existing Council resources and funding streams, including CIL, leverages external funding and partnerships, and reduces reliance on short-term funding to support the long-term transformation of Brent’s high streets and town centres.

·   Consider the role of parking in supporting the vitality, accessibility, connectivity and attractiveness of Brent’s high streets and town centres, including an assessment of the merits and impacts of piloting free short-stay parking and other favourable parking approaches on footfall, business growth and visitor access, while balancing environmental and sustainability objectives.

·   Present the draft High Streets Strategy to the Resources and Public Realm Scrutiny Committee prior to Cabinet approval, accompanied by a clear explanation of how evidence, stakeholder engagement and consultation findings have shaped its vision, priorities and delivery approach. 

Information Requests;

·       Provide data on vacant premises across the borough, broken down by high street, town centre and ward, including vacancy duration, property type, the status of vacant premises and any known barriers to bringing them back into use, where available.

Please note, whilst the Cabinet recommendations and information requests agreed as an outcome of each item were based on discussions and issues identified during the meeting, the final requests have been refined following the meeting to improve clarity and readability, while remaining consistent with the Committee's discussions and intended outcomes.